The secret behind companies achieving digital transformation. Part 2: From mindset to action
Discover how to move from mindset to action in digital transformation. Learn how Avantech can guide your strategy.
“The secret behind companies that achieve digital transformation” part 2
Part 2: From Mindset to Action
In the first part, we discussed the CEO mindset shift as a starting point. Now it's time to answer the key question: How do we move from theory to practice and build digital transformation projects that actually work?
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1. The impact on the management team
The CEO's task is to work first with his or her management team. They must embrace the change, cooperate, and collaborate on assigned tasks during implementation, without neglecting business responsibilities. They must accept that, once results are achieved, there is no turning back: manual work will be replaced by digital work, and over time, certain functions will disappear.
1. Human Resources as a cultural catalyst
The CEO must work with their HR department to drive:
- A cultural shift focused on digitalization.
- Evaluate positions and functions to identify profiles aligned with the new strategy.
- Identify and recruit A+ talent at any level.
- New ways to evaluate performance and create development plans to achieve loyalty and retention. Digital culture isn't born in technology; it's born in talent management.
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2. Optimization and internal audit
Another key factor is internal process auditing. This involves optimizing and reducing muda (waste) so that digitalization not only automates but also improves efficiency. A poorly digitized process will remain poorly digitized.
3. The role of the IT area: indicators and data
The CEO must work with IT to define business indicators (scorecards, dashboards, SLAs, KPIs). These must be available on any device for timely decision-making. They must also incorporate technologies such as data science to analyze and diagnose critical situations, anticipate problems, and prescribe solutions. This involves conducting an assessment of information systems and current technological infrastructure to evaluate their level of readiness and upgradability.
Accept the Investment The final mindset the CEO must adopt is to accept that these projects require significant time and budget investments. This must be understood and planned for from the project's feasibility stage before launch.
2. Questions every CEO should answer
1.021 / 5.000 Before starting, the CEO should ask themselves these questions:
- I am aware of what it means to transform the entire company toward the increasing use of information technologies and new ways of doing things.
- I am willing to assume my new role after implementing this project.
- I know the feasibility of success of this project in terms of: - Change in the mindset of executives, middle managers, and all their collaborators - Selection of A+ talent and their market salary scales - Changes in my organizational structure and organizational development - Current level of process optimization - Current state of information systems and technological infrastructure
- I am willing to invest a significant amount of my time to be the change factor this project demands.
- The budget, based on the degree of feasibility, is available to fully complete this project.
Image created by Avantech using graphic elements from Canva.com.
If the answer to one or more of these questions is “no,” you’re not ready yet.
Digital transformation isn't a goal to be achieved; it's the adoption of a new business culture, new ways of working and measuring, and, above all, effective management of A+ talent.
Companies that manage to consolidate this change will not only survive: they will lead the markets in the coming years.
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